GOOD Bench Marking e

8/8/2019 GOOD Bench Marking e

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I n t e r n a t i o n a l T e l e c o m m u n i c a t i o n U n i o n

Te l e c o m m u n i c a t i o n D e v e l o p m e n t B u r e a u

HumanResources

Benchmarking for telecommunicationorganizations inEnglish-speakingcountries in Africa

Human Capacity Building



I n t e r n a t i o n a l T e l e c o m m u n i c a t i o n U n i o n

September 2008

Human Resources

Benchmarking

for telecommunication organizations

in English-speaking countries in Africa



Acknowledgement

The Telecommunication Development Bureau (BDT) of the International Telecommunication Union (ITU) would like

to express its gratitude to all who worked, in one way or another, towards the preparation and production of this

Human Resources Benchmarking Report.

Special thanks go to Edward Mallango, former Director of the African Advanced Level Telecommunications Institute

(AFRALTI), who compiled the report as an ITU Expert. He was supervised by Svein Tenningas, the ITU Senior Human

Resources Advisor stationed at the Harare Area Office, and Mike Nxele, ITU Human Resources Officer in the Human

Capacity Building Division of the BDT in Geneva.

We also wish to thank all the countries and institutions that responded to the questionnaire and supplied useful

information on Human Resources Benchmarking. Without their input, this report would not have been possible.



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Table of Contents

1. Introduction .............................................................................................................................................1 2. Invited and responding organizations .....................................................................................................1 3. Summary of key findings..........................................................................................................................3 4. Duration of service with organizations....................................................................................................4 5. The strategic role of human resources ....................................................................................................5 6. Internal surveys........................................................................................................................................6 7. Staff performance review ........................................................................................................................ 8 8. Recruitment ...........................................................................................................................................11 9. Human resource metrics........................................................................................................................14 10. Compensation........................................................................................................................................15 11. Comments and suggestions ................................................................................................................... 18 12. Conclusion..............................................................................................................................................18 Annex 1 – Human Resources Benchmarking Questionnaire..........................................................................19 Annex 2 – List of invited organizations, by country........................................................................................29 Annex 3 – List of responding organizations....................................................................................................31



Human Resources Benchmarking

1

1. Introduction

The International Telecommunication Union (ITU), in its continued support of developing

capacity building in the African Continent, sponsored the Human Resources Benchmarking studyfor telecommunications organizations in English-speaking Countries in Africa.

The study was supervised by the ITU regional human resources officer based in Harare and

supported by the ITU human resources office in Geneva. The coordinator of the study was

Edward Mallango, a former Director of the African Advanced Level Telecommunications Institute

(AFRALTI) and ex-Director of Employee and Organizational Services in Tanzania

Telecommunication Company Limited.

It is worthy to note that the questionnaires were completed by high-level staff, 85.7 per cent of

whom were heads of human resources (HR) in their organizations. The participation rate and the

level of staff completing the questionnaire possibly indicated the importance attached to the

study and the need to benchmark among organizations in the telecommunication sector in the

region. The questionnaire is featured in Annex 1 to this report.

The findings and views expressed in the report are those of the coordinator of the study and do

not necessarily reflect those of the International Telecommunication Union or its regional human

resources office for African English-speaking countries.

2. Invited and responding organizations

The study was conducted online and by e-mail. The questionnaire was e-mailed to

42 organizations located in 19 countries; however, seven were not successfully delivered. The

organizations invited to participate in the study are listed in Annex 2.

Aware that this was the first human resource benchmarking study sponsored by ITU in the

region, the questionnaire was deliberately made simple, with minimal HR metrics, for the

purpose of encouraging a high participation rate.

Fourteen organizations from 11 countries, totalling 40 per cent of the targeted participants,

responded by submitting completed questionnaires to the coordinator. Two other organizations

that had previously indicated their interest did not respond, even after extending the deadline

twice. One questionnaire was received after the extended deadline of 6 September 2008, but

was still included in the study.




2

The participation rate compares favourably with other comparable human resources

benchmarking surveys for non-telecommunication organizations conducted elsewhere and have

recorded a response rate below 20 per cent. The responding organizations are listed in Annex 3.

The types of organizations that were invited and responded are shown in Figures 1 and 2 below,

classified on the basis of the dominant services they provide.

Figure 1 – Type of invited organizations

Regulators

Mobile

Fixed

Note – Regulators: 12, Mobile: 12, Fixed: 11.

Figure 2 – Responding organizations

Regulators

Fixed

Mobile

Note – Regulators: 8, Mobile: 3, Fixed: 3.




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The high level of participation of regulatory authorities, 66.7 per cent, may possibly be attributed

to their close working relationship with the ITU. On the other hand, the participation of mobile

and fixed operators was deemed low, 25 and 27.3 per cent respectively.

It is gratifying that all African regions participated in the study, as shown in Figure 3.

Figure 3 – Participation by region

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

North West East Central Southern

N u m b e r o f p a r t i c i p a t i n g c o u n t r i e s

The regional breakdown of participants was as follows: three countries from East Africa,

one country from West Africa, one country from North Africa, two countries for Central Africa,

and four countries from Southern Africa.

3. Summary of key findings

• The questionnaire was completed by 42.8 per cent of the invited organizations. The

participation rate compares well with other human resources surveys conducted

elsewhere.

• Participating organizations were from all five African regions, namely North (1),

West (1), Central (2), East (3) and Southern Africa (4).

• The participation level of invited organizations was 75 per cent for regulatory

authorities, 25 and 27.3 per cent for mobile and fixed operators, respectively.




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• The majority of questionnaires were completed by heads of human resources, who

had been working for their organizations for less than six years.

• In nine of the responding organizations, heads of human resources reported to Chief

Executive Officers.

• Fifty per cent of the responding organizations have developed strategic humanresources plans.

• The most common internal surveys conducted by the responding organizations are

reward surveys (64.3 per cent) and general employee satisfaction surveys

(42.9 per cent); and the least conducted relate to leadership and impact of human

resources policies; conducted by 21.4 and 14.3 per cent of the responding

organizations, respectively.

• The most common performance review tool used by the responding organizations

(10 of them, or 71.4 per cent) is the structured one-to-one performance review, with

the traditional confidential performance appraisal coming a distant second with 4 or

28.7 per cent of the organization using it.

• The majority of the responding organizations conduct quarterly and/or half yearly

performance reviews.

• Recruitment policies for top management are developed internationally or

nationally, depending on the shareholding in the organizations, and for middle and

lower management, the policies are developed nationally.

• External advertisement in the public media, internal advertisements and head

hunting are the most common hiring methods used by the responding organizations.

• The most common interviewing methodology, used by 13 of the responding

organizations (85.7 per cent), is the face-to-face interview with interviewing panels.

• The majority of the responding organizations conducts interviews but does not

collect any other pertinent human resource data that are relevant to attracting and

retaining talented employees in organizations.

• National benchmarking and job evaluation are the most popular factors in

developing compensation structures in the responding organizations, followed by

market factors.

• Only two organizations have adapted broadband salary structures. The remaining12 organizations have salary structures based on narrow grades.

• Organizations that commented on the study consider it to be a useful vehicle for

exchanging information and experiences.

4. Duration of service with organizations

Although in the past senior managers were normally career employees in organizations, this is

not reflected in this study. Only two reporting officers, or 14.3 per cent, had more than ten years

of service with their organizations. In fact 9, or 64.3 per cent, had six or less years of service with

their organizations. The duration of service of the reporting officers confirms the current global




5

trend that talented people are always on the move and that this trend has also affected the

human resources field in the telecommunication industry.

The current trend in many organizations of constantly bringing onboard new employees with the

required talent and expertise, as opposed to the tradition of staff working for years on end for

the same employer, has been greatly defining expectations in terms of salaries and benefits,

career progression, organization culture and management styles, among others, and is not

pension eccentric. This new brand of staff tends to be on the move if their expectations are not

fulfilled. This trend is expected to pick up as the number of ICT players increases and networks or

service provision expand, thus posing a lot of challenges relating to the attraction and retention

of talented employees in most organizations.

5. The strategic role of human resources

5.1 Reporting level

The head of human resources in nine responding organizations reports to Chief Executive

Officers, and in the five remaining organizations the head of human resources is a

middle-management position.

It is worth noting that in three organizations where the head of human resources does not

report to the CEO, the staff numbers less than 50. The small staff could be the key factor in

determining the reporting level of the head of human resources in these organizations.

5.2 Strategic human resources plans

Fifty per cent of the respondents reported having strategic human resources plans that are

linked to corporate strategic plans, and one organization has a strategic plan but was silent

about whether it is linked to the corporate strategic plan. Considering the reporting relationship

and the development of human resource strategic plans, it is becoming apparent that the human

resources function is assuming a more strategic role in telecommunication organizations, thus

moving beyond its traditional operational role. This development is critical for organizations that

have realized that human resources make a major contribution to the competitiveness of anorganization.

Only five organizations reported having HR visions and missions. In seven organizations, HR plans

have strategic human resources objectives, organizational values and key HR performance areas

and targets.

Figure 4 reports on organizations that have strategic human resources plans (SHRP), the number

of organizations that have the plans linked to the corporate strategic plan (LCSP), and the

number of organizations that have indicated the components contained the strategic HR plans

(based on the list provided in the questionnaire). Only three organizations indicated that they

carry out a HR Swot analysis, but this is not included in the chart.




6

Based on the above, we can safely conclude that in at least 50 per cent of the responding

organizations the HR function plays a strategic role, while in the other 50 per cent human

resource functions still perform the traditional roles of recruitment, records management,

discipline etc.

Figure 4 – Organizations that have strategic human resources plans

and the components contained therein

0

1

2

3

4

5

6

7

8

9

SHRP LCSP VISION AND

MISSION

HR STRATEGIC

OBJS

ORG VALUES KRA AND

TARGETS

6. Internal surveys

Internal surveys are important in assessing the internal climate in an organization and assisting

management to address issues of concern among workers. Working on staff concerns can be a

contributing factor to the attraction and retention of employees in an organization.

It is good to note that a number of organizations do conduct some of the internal surveys listed

in the questionnaire. However, only two organizations conduct all surveys, which we can take as

a standard that other organizations should strive to emulate.

Figure 5 shows the number of organizations that conduct or not the surveys listed under

question 7 of the questionnaire, while Figure 6 gives summaries on the number of surveys

conducted by the responding organizations.




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Figure 5 – Number of organizations conducting and not conducting internal surveys

0

2

4

6

8

10

12

14

General

employment

opinion

Performance

management

Reward Leadership Impact of HR

policies

Do conduct

Do not conduct

Based on the data collected, the most popular internal surveys conducted by the respondingorganizations relate to reward systems and structures. Nine organizations, or 64.3 per cent,

conduct this type of survey. On the lower scale no more than three organizations, accounting for

only 21.4 per cent, conduct leaderships surveys and surveys assessing the impact of human

resources in the organizations. Human resource functions should consider conducting these two

important surveys, as their input could assist in developing strategies for the improvement of

competitiveness within the organization or the development of approaches to assess employees’

opinions on both.




8

Figure 6 – Organizations undertaking internal surveys, by percentage

All five surveys

14%

Four surveys

0%

Three surveys

14%

Two surveys

21%

One survey

30%

0 survey

21%

It is unfortunate that only two organizations conduct surveys relating to how human resource

policies and practices impacts on organizational performance.

It is important for human resources to undertake surveys relating to its functions in order to

address negative personnel issues and ultimately create a positive working environment and

improve human resources management in their organizations, so that they may continue to

support organizational strategies.

7. Staff performance review

7.1 Performance review tools

Only four responding organizations use the confidential performance appraisal system.

Ten organizations use structured one-to-one performance reviews, including two that reported

using confidential performance appraisal systems.

Two organizations that reported using one-to-one structured performance reviews also use the

360-degree performance review system. The latter provides opportunities for peers to

participate in the review process.

Two organizations reported using other types of review systems, but these are also objective

reviews.




9

It is quite clear that many organizations have or are in the process of drifting away from

traditional confidential appraisal systems and are embracing more structured and consultative

performance review systems.

Consultative review systems, if well designed and periodically implemented, enable

organizations to link individual and team performance to corporate goals and challenges.

The 360-degree feedback system, if properly designed, weighted and implemented can, in the

long term, contribute to the development of good relationships and team spirit among staff at

various levels and facilitate the establishment of a balanced, respectful working environment.

Figure 7 – How organizations use performance reviews

0 2 4 6 8 10 12

Others

Confidential

One-to-one

360 degrees

Number of organizations

P e r f o r m a n c e t o o l

7.2 Frequency of reviewing staff performance

Periodic performance reviews, when appropriately used, can support organizations to minimize

the impact of failures, address staff development and training issues, review organizational

processes and systems, motivate and reward staff, among others.

The majority of the responding organizations conducts quarterly and half yearly performance

reviews.

One organization conducts only the annual performance review, while another conducts weekly,

monthly and quarterly staff performance reviews for different categories of staff.

Figure 8 summarizes how frequently responding organizations review their staff's performance.




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Figure 8 – Frequency of performance reviews

0

1

2

3

4

5

6

7

Weekly Bi-weekly Monthly Quarterly Half

yearly

Yearly

Senior management

Middle management

Low management N u m b e r o f o r g a n i z a t i o n

One organization does not undertake any sort of performance review. Although it appears that

few organizations conduct annual performance reviews, it is reasonable to assume that the

monthly or quarterly reviews are cumulated for the purpose of getting the annual assessment. In

the years to come, organizations intending to adapt to truly performance-based cultures must

conduct reviews more frequently in order to ensure that performance is closely monitored and

remedial action taken promptly. However, the introduction of such reviews will depend on a

number of other organizational factors, if they are to be effective and sustained.

The majority of the responding organizations have established key performance areas for various

levels of staff and employees agree on periodic targets to be assessed in their direct reports.

Except for one organization that did not respond to the relevant question, and one that reported

that only top management does so, the other 12 organizations all have key performance areasand targets set by the CEO for the supervisory and professional level staff.




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8. Recruitment

8.1 Recruitment policy formulation

The development of recruitment policies for the various management levels seems to depend on

the ownership of the organizations, or their geographical presence.

Results from the study indicate that in organizations of a regional nature or those with a foreign

sharing component, recruitment policies for top management are done from outside the

organizations and, in most cases, from outside the countries where they are located.

However, one national organization, owned by the government, also reported that the policies

for all management levels are done internationally. This practice is considered out of the norm

and was therefore not considered further in the analysis.

8.2 Recruitment market

International recruitment is done for top management posts within organizations of a regional

nature or with foreign shareholding, with nationals of the country in which the organizations are

located competing internationally. Two organizations fall in this group.

The remaining organizations develop their policies internally and either recruit staff nationally or

redeploy.

Whether recruitment policies and practices take place at national or international levels, the

battle to get people with the right expertise is fierce. The "time in the service of current

employer" of survey participants will speak a lot about the attitude towards keeping staff

onboard. Talented employees are always on the move; they do not wait for employers,

employers are the ones continuously hunting for talent.

8.3 Hiring methods

In this connection, we looked at the hiring methodologies that responding organizations employ.

While some organizations are endeavouring to adapt to new approaches of recruitment, the

majority still uses the traditional recruitment method of advertising in public media, which is

generally time consuming. Figure 9 indicates how different hiring methods are being applied by

the responding organizations.




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Figure 9 – Different methods that organizations use in hiring employees

0

2

4

6

8

10

12

14

Head hunting Recruiting

agency

External

advertisement

Website

adverts

Applications

data bank

Internal

adverts

Hiring method

N u m b e r o f o r g a n i z a t i o n s

The prevailing hiring methods in the responding organizations are external advertisement in the

public media, head hunting and internal advertisement. Using recruitment agencies seems not to

be very popular among responding organizations, possibly because it is generally expensive and

some organizations are of the view that the type of people and talent needed can only be found

in the organizations themselves.

Unfortunately, online advertisement and online applications through the organizational website

seem not popular as yet. Both could be very quick and economical methods of recruiting certain

categories of staff, if done properly, and could be the appropriate methods in the future.

8.4 Interviewing techniques

Another recruitment element that the questionnaire attempted to look into is interviewing

techniques. Some organizations undertake preliminary interviews or more than two interviews,

while others conduct one interview on the basis of which suitable candidates are selected.

All 13 organizations conduct the traditional face-to-face interviews using interviewing panels.

However, it is quite surprising that only five organizations use three or more of the six

interviewing methodologies listed in the questionnaire. Only three organizations allow the

potential direct report to conduct one-to-one interviews with the applicants.




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Figure 10 indicates the number of organizations that use the interviewing techniques that were

listed in the questionnaire.

Figure 10 – How organizations use interviewing methods

0 2 4 6 8 10 12 14

Face-to-face with panel

Written knowledge

Psychometric

Computer prof

Face-to-face direct

report

Telephone

T y p e o f i n t e r v i e w i n g t e c h n i q u e

Number of Organizations

All five interviewing techniques are important and can be effective methods for selecting

applicants to fill posts at various levels and professions. It is currently becoming normal to

conduct more than one interview, as long as they are arranged within short periods. This allows

organizations not only to get candidates that can do the job well but can also fit in with the

corporate working environment and appreciate the organizational culture. This is an important

aspect on staff retention.

Telephone interviews may grow in popularity in the future as a means of screening applicants

and coming up with a shortlist. Business or functional managers will also start demanding to

have more say in the selection process by conducting one-to-one interviews with potential

applicants outside the standard interviewing panels. This may also include written tests to assess

job knowledge.

Furthermore, many organizations are aware that applicants hire consultants to craft tailor-made

CVs and therefore are looking for other ways to assess the suitability of applicants to fill vacant

posts. The use of written tests to assess job knowledge and psychometric tests to measurecertain aspects of the applicant’s personality may start being used more frequently by

organizations in the future.




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8.5 Advertising of vacant posts

As to how organizations advertise vacant posts, most basic to senior professional posts are

advertised internally first, or both internally and externally at the same time, a good indication

that most of them give priority to the development of internal resources. Figure 10 shows how

organizations advertise vacant posts.

Figure 11 – How organizations advertise vacant posts

0

5

10

15

20

Basic level posts

Senior profess ional

Top mana gement

Basi c level posts 9 3 0 0

Senior profess ional 5 8 2 0

Top mana gement 2 8 3 0

Internal

advertisement

Internal and

externalExternal only Others

9. Human resource metrics

The survey requested for the following specific elements regarding recruitment:

• Average time it takes to fill vacant posts from the time a post is advertised,

• Percentage of successful candidates that decline to take up appointments,

• Percentage of new recruits that leave the organization before completing two years

of service,

• Whether organizations conduct interviews with candidates that do not take up

appointments,

• Whether organizations conduct exit interviews.

Only one organization reported to be collecting data on all aspects and gave the actual data,

another two collect data on four of the five elements that were requested. Seven organizations

collect data on two or less elements.

Considering that most organizations do not conduct internal staff surveys and collect important

metrics, it means top management is being denied pertinent information on the basis of which

personnel issues can be addressed effectively.




15

There are many human resource metrics that the HR function should be collecting and analyzing

to enable top management to make informed decisions and therefore allow the HR function to

effectively fulfill its strategic role.

Figure 11 shows the number of organizations collecting data on the elements listed in the

questionnaire.

Figure 12 – Number of organizations collecting data on HR recruitment aspects

0

2

4

6

8

10

12

Average time to

recruit

% of candidates

declining

appointments

% of employees

leaving before 2

yrs os service

Interviews with

declining

candidates

Exist interview

Type of metric

N u m b e r o f o r g a n i z a

t i o n s

10. Compensation

Compensation is one of the key factors for organizations to attract and retain talent. The HRfunction plays a crucial role in developing and administering the employee compensation

structure. Implicitly, the HR function is a major player in attracting and retaining employees.

The main responsibility of the HR function is therefore to come up with a creative and innovative

compensation structure that is aligned with business strategies, supports or strengthens a

performance culture and attracts most, if not all, employees to remain in the organization.

In this connection, the benchmarking study dwelt on a number of issues linked to compensation,

including how the employee compensation structures are determined, looking into the benefits

offered, the attractiveness of the salary structures and how performance-based payments are

addressed, among others.




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10.1 Developing compensation structures

Different organizations use varying methods in developing compensation structures. However,

the most common approaches are through conducting job evaluation and grading, national

benchmarking and aligning the structure to the market rates.

Nine of the responding organizations (64.3 per cent) reported using a combination of

approaches in developing their compensation structures but the most popularly used are

national benchmarking (10 organizations), job evaluation and grading (8) and market rates (6).

These approaches are used in developing compensation structures for all categories of staff.

No organization reported offering individual based compensations, an indication that maybe

most, if not all, organizations pay for the level or post but not the individuals unless there exists

other innovative ways to pay the talent and expertise.

Figure 13 – Number of organizations using different approaches

to develop compensation structures

0

2

4

6

8

10

12

Job evaluation

and grading

National

benchmarking

International

benchmarking

Market rates

Factors used in developing compensation structures

N u m b e r o f o

r g a n i z a t i o n s

Top management

Middle management

Professionals

10.2 Salary structures

Furthermore, most organizations have reported that their salary structures are based on narrow

grades. Only two organizations can be considered to have adapted broadband salary structures.

The former is mainly limited to paying for experience while the latter provides the necessary

flexibility for recognizing and rewarding talent and different levels of employee performance,

and could therefore be one way of retaining talent in an organization.




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10.3 Benefits

Benefits are part of the compensation structure in most organizations and it is normal that

potential employees ask to know the benefits offered by the employer before they join in.

With regard to the benefits listed in the questionnaire, two organizations offer consolidatedpayment and some other benefits that were not listed.

The most common benefits offered to Chief Executive Officers of the responding organizations

are organizational car or fuel allowance, residential security, payment of professional fees and

entertainment allowance. Others are housing or house allowance, and residential support staff.

As for top management, the most common benefits reported were car or fuel allowance and

payment of professional fees, while professional fee was the most commonly reported for

professional staff.

Housing or house allowance, transport allowance and relocation allowances were reported to be

paid to all staff.

However, fuel allowance and transport allowance may mean the same in different organizations

and it is very possible that education allowance was mistaken for training costs, and paid

holidays for paid leave. It is apparent from the returns that the relevant questions could have

been better crafted.

It is worth noting that six organizations offer from eight to nine of the benefits listed in the

questionnaire and three of them rate their organization to be in the upper quartile in terms of

compensating their employees.

10.4 Pay additions

The responding organizations have also reported making pay additions to their employees. In

this connection, one organization stands out of the crowd by paying all the seven listed pay

additions to its employees. The next two pay four of the seven pay additions, while one pays

three of them. The rest pay less than three pay additions. By coincidence, three of the above

have topped the payment of benefits and are in the upper quartile in terms of compensatingtheir employees.

10.5 Compensation rating and reviews

As for the rating of compensation, seven organizations have rated themselves in the upper

quartile, five in the median quartile, one in the lower quartile and one did not respond to the

relevant question. With stiff competition for talent in many professions, it is important that ICT

organizations move into the upper quartile in order to be able to attract and retain competent

employees.

As for the frequency of reviewing their compensation structures, three organizations do so more

than once a year. However, all these organizations are from the same country – as it appears,




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this is dictated by external factors beyond their control. Five organizations have reported that

they undertake reviews once annually; three organizations do so once every two years and one

every three years. One organization did not respond to the relevant question and two have not

conducted reviews for more than three years!

From what the responding organizations have reported, it appears that a yearly review could be

considered as the standard.

10.6 Compensation surveys

As for participating in compensation surveys, two organizations participate in market

compensation surveys conducted by consulting firms, surveys initiated by the organization or the

networking group they belong to, at least once every two years. Seven others participate in two

surveys and two others in one. Two organizations do not participate in any survey and one

responding organization did not report on the relevant question.

11. Comments and suggestions

The following comments on the questionnaire were received:

i) The questionnaire was comprehensive and interesting, but more time was required to

work on it.

ii) The questionnaire was well designed and participants could share their knowledge and

experience.

iii) Good questions captured all aspects related to human resources.

Suggested areas for future benchmarking were as follows:

a) Staff ratios, e.g., cost per employee, revenue vs. operational costs, turnover,

productivity index, etc.

b) Gender mainstreaming

c) Knowledge management strategies

d) Performance management systems

e) Remuneration

f) Staff development and training

g) Incentive schemes

12. Conclusion

The participating organizations took this study seriously and despite the short deadline, senior

officers took time to complete the questionnaire.

Finally, we sincerely thank all the responding organizations for participating in this study and all

the officers that completed the questionnaire for making this study a reality.




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Annex 1

Human Resources Benchmarking Questionnaire

Please tick as appropriate or provide information to the best of your knowledge. Where noofficial data or information is available, give an estimate or a good guess. Please submit any

additional information that you feel will be of use in this study in a separate word document.

1. Organizational information

Please circle what is relevant to your organization or complete as appropriate.

Name of organization

Type of business/service Fixed operator/mobile operator/regulator

Ownership Public/private

Management of organization Management contract/strategic

investor/government

appointees/shareholders appointees

Gross turnover in last financial yearin US Dollars

Number of customers

Ratio of corporate vs individual customers

Number of full-time employees

Average number of monthly part-time

employees

2. Particulars of officer completing the Questionnaire

Name

Position/Title

Number of years worked with the organization

Contact telephone

e-mail address




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SECTION A

This section covers general policy matters, practices and reporting relations.

3. Do you have a strategic human resources plan?

Yes

No

4. If yes, is the plan linked to the corporate strategic plan?

Yes

No

5. If you have a strategic human resources plan, which of the following elements are

embodied in the plan?

• HR vision and mission

• HR strategic objectives

• Organizational values

• HR corporate KRA and targets

• HR SWOT analysis

6. The corporate head of human resources reports to

• Chief Executive Officer

• Chief of Finance and Administration

• Chief of Finance

• Chief of Corporate Services

•

Other (mention)

________

7. Which of the following surveys do you conduct at least once every two years?

• General employee opinion survey

• Performance management survey

• Reward survey

• Leadership survey

•

Survey on the impact of HR policies and practices on the

organizational performance




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SECTION B. Performance management

Performance management systems are important management tools for

improving organizational performance and creating competitive advantage

8. Which of the following performance review tools do you use in your organization?(you can tick more than one)

• 360-degree feedback

• Structured one-to-one performance reviews

• Confidential performance appraisal reports

• Others (mention) ________

9. How frequently do you conduct formal performance reviews/appraisals in a year forthe specified staff below?

Senior management (SM), middle management (MM) and lower management (LM)

10. Are performance targets mutually agreed between the reporting officers and their

direct reports at the following staff levels?

Yes No

• Chief Executive Officer

• Top management staff

• Middle management senior professional staff

• Supervisory and professional staff and above

•

All staff

SM MM LM

Weekly

Biweekly

Monthly

Quarterly

Half yearly

Yearly




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SECTION C. Recruitment and compensation

Proper recruitment methodologies and the level of compensation offered play

important roles in securing and retaining talent in an organization

11. At what level is the development of human resource policies on recruitment and

compensation for the following staff coordinated?

• Coordinated at

international level

• Coordinated at regional

level

• Centrally within the

organization

12. From where do you recruit staff at the levels mentioned below?

• Internationally

• Regionally

• Nationally

• From within the

organization

Top

management

Middle

management

Lower

management

Top

management

Middle

management

Lower

management




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13. Which of the following hiring methodologies are used in recruiting or filling

professional and senior management posts? (You can tick more than one box)

•

Head hunting

• Recruiting agencies

• External advertisement in public media

• Website advertisement

• Applications data bank

• Internal advertisement

• Others (mention) ________

14. Which of the following interviewing methods are used in your organization when

filling professional or managerial posts? (You can tick more than one box)

• Telephone interviews

• Face-to-face interviews with interviewing panels

• Face-to-face interviews with direct report

• Written tests for job knowledge

•

Psychometric tests

• Computer proficiency

15. Which process do you employ in filling posts at the various levels indicated below?

• Advertise internally first

• Advertise both

internally and externally

• Advertise externally

• Others ( mention)

Top

management

Senior

professional

staff

Basic level staff




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16. Indicate in which of the areas below you regularly collect data/information.

• Average time it takes to recruit staff at various levels

and professions

• The percentage of candidates offered appointments that

decline to take up appointments

• Percentage on new recruits that leave your organization

after being in employment for less than two years

• Conduct interviews with candidates that decline to take

up appointment

• Conduct exist interviews with employees that

terminate/resign from employment

17. How do you determine your compensation structure for the various staff

categories?

• Job evaluation and grading

• National benchmarking

• International benchmarking

• Market rates

• Individual-based payment

• Grade and closed range

• Grade and open range

Top

management

Middle

management

Professional

staff




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18. What sort of benefits do you offer to the following staff?

CEOTop

managementProfessionals All staff

Education

allowanceHousing/houseallowance

Car/fuelallowance

Transportallowance

Entertainmentallowance

Fully/partiallypaid holidaysProfessional fee

Relocationallowance

Residentialsecurity

Residentialsupport staff

19. What is the typical percentual difference between the minimum and maximum

base pay for posts in the following groups? ( DO NOT PROVIDE THE ACTUAL

SALARIES)

• Top management .......%

• Middle management .......%

• Senior professional cadres .......%

• Initial professional cadre .......%

• Support services junior cadres .......%

20. Which of the following pay additions are incorporated in your compensations

system?

• Annual bonuses

• Competence pay

• Shareholding option

• Outstanding performance awards/pay

• Hardship allowance

•

Post adjustment allowance

• Extra working hours pay




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21. How frequently do you normally review your corporate compensation structures?

• More than once annually

• Once annually

• Once every two years

• Once every three years

• Once in more than three years

22. Which of the following surveys does your organization participate in or undertake

at least once every two years?

•

Market compensation surveys conducted byconsulting firms

• Salary surveys initiated by your organization

• Member of a networking group of organizations

in similar businesses

• Compensation surveillance intelligence

23. How do you rate your organization against other organizations in your country incompensating its employees?

• 90th percentile

• Upper quartile

• Median quartile

• Lower quartile




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24. Comments and suggestions on the questionnaire.

Please give your personal comments on the questionnaire and suggest what should be

improved in future surveys.

You can create a separate word document and e-mail it to the Coordinator or to the ITU

Regional Human Resources Officer based in Harare, Zimbabwe.

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25. Please indicate other areas that you recommend to be benchmarked with other

organizations.

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26. CONCLUSION:

Thank you for taking your valuable time to complete this questionnaire.




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Annex 2

List of invited organizations, by country

Angola

Angola Telecoms

Botswana

Botswana Telecommunication

Authority

Eritrea

Eritrea Telecommunication Corporation

Ethiopia

Ethiopia Telecommunication Authority

Ethiopia Telecommunication

Corporation

Gambia

Public Utility Regulatory Authority

Gamcel

Ghana

Ghana Telecoms

Kenya

Communication Commission of Kenya

Safaricom

Zain (Celtel)

Lesotho

Lesotho Telecommunication Authority

Lesotho Telecommunication

Corporation

Malawi

Malawi Communication Regulatory

Authority

Zain (Celtel)

Mauritius

Mauritius Telecoms

Mozambique

Telecomunicações de Moçambique

INCM

Mcel

Namibia

Namibia Communication Commission

Telecom Namibia

Sudan

Sudan Telecoms

National Telecommunication

Corporation

Swaziland

Swaziland Posts and

Telecommunication Corporation

TanzaniaTanzania Communication Regulatory

Authority

Tanzania Telecommunication Company

Ltd

Uganda

Uganda Communication Commission

MTN

Zain (Celtel)

Zambia

Communication Authority of Zambia

ZAMTEL

Zimbabwe

Posts and Telecommunication

Regulatory Authority of Zimbabwe

TelOne

NetOne

Econet




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Annex 3

List of responding organizations

Botswana

Botswana Telecommunication

Authority

Eritrea

Eritrea Telecommunication Corporation

Gambia

Public Utility Regulatory Authority

Kenya

Communication Commission of Kenya

Lesotho

Lesotho Telecommunication Authority

Malawi

Malawi Communication Regulatory

Authority

Namibia

Namibia Communication Commission

Swaziland

Swaziland Posts and

Telecommunication Corporation

Tanzania

Tanzania Telecommunication

Company Ltd

Uganda

Uganda Communication Commission

MTN

Zimbabwe

Posts and Telecommunication

Regulatory Authority of Zimbabwe

TelOne

NetOne

GOOD Bench Marking e

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